We are witnessing an emerging and powerful application of the Balanced Scorecard system within net­worked organizations. These networks bring together distinct organizations and groups of people to deliver collective outcomes while also achieving the goals of each individual member.

How to optimize the choice of projects in a real life situation where resources are limited and there are many KPIs to work on? All organizations need an effective project prioritization process to support their scorecards and activities…

A framework to assess your company’s strategy execution readiness, in order to align leaders around how to bridge your strategy to execution gaps including a free strategy execution checklist to assess your readiness…

If any business activity ever cried out for project management skills, it is an initiative spawned by a merger or acquisition. Here are 10 steps successfully applying project management fundamentals to business integration projects…

Find out how taking a more structured and involving approach to Strategy Deployment and structured problem solving, increases the engagement of teams across the organisation and reduces the disconnect between Strategic intent and delivery reality…

It is important to understand, not just the management system by which strategy is executed, but also the way in which the stages of planning and execution are conducted within the organizational structure…

Field Operations continue to be at the heart of an ever changing landscape for all Utilities businesses The ongoing need to improve productivity, engage geographically dispersed teams and plan jobs ever more efficiently, are all essential to keep pace with the increasingly sophisticated requirements of both the regulator and the customer. All of this needs […]

A central premise of the Balanced Scorecard system is that the capabilities we build in the learning & growth perspective enable the delivery of the strategic processes which in turn deliver customer and financial outcomes. Cause and effect….

We are seeing that mature S&OP processes now support rolling forecasts, enterprise resource reallocation, and strategy execution. In this article, however, the author argues that to keep employees informed, engaged, and focused on executing strategy, S&OP outcomes must be communicated properly.

To overcome the strategy to execution gap, executives may choose to reorganize, but before doing so should consider these four recurring key themes to develop an organization with strategy to execution capability

Daily management is the foundation of strategy execution. In this video explains the strategies you can use to effectively run daily management. Discover how you can successfully manage the two parts of strategy execution: running business and transforming it.

This video looks into the DNA of the business systems that have enabled global leaders to consistently outperform their competition. Uncovering the secrets of best performing organizations, you will get insights into the tools and methods they use.

Does Your Organization Have An Innovation Mentality? How to build a united mentality – the shared attitude, mind-set, way of working, and way of thinking – that unites people in innovative organizations.

During the past century, companies’ efforts to achieve their strategic initiatives have led to the improvement, and thus reduction, of operational work (run-the-business activities) and to an increase in projects (change-the-business activities).

What’s the role of communication in winning? In a word, it’s vital. Communication isn’t just about carefully crafted press releases, websites, brochures, blogs or speeches. It’s often what we don’t say that counts most.

Collaboration is the new competition. More to the point – achieve collaborative advantage, and competitive advantage will follow. The ability to collaborate better than most, and most especially your competition, is likely to be a more sustainable advantage.

CIOs have successfully championed the agile way of working. CSOs need to learn to apply these principles to their roles and organizations. This article looks at the rise of agile processes and practices and suggestes initial ways forward for CSOs

Strategy Execution Survey Results are out Over 150 Global 5000 organizations have now completed this comprehensive survey that assesses the ability of large organisations to execute their strategy. The headline result is clear – building a robust execution system matters, with organisations with greater execution maturity significantly outperforming their peers in both financial and non-financial […]

The Strategy Execution Barometer is the largest strategy implementation benchmark in the world. It offers actionable, fact-based information to improve the strategy execution approach. This document offers an introduction

Many people believe that success hinges on having the right strategy. Others swear it’s all in the execution. Still others would say it’s a bit more elemental: it’s all about having the right strategic conversations

This presentation includes a summary of how Castrol aligns strategic objectives with overall strategy, how they move from strategy to performance management and outlines mains steps in the performance management cycle

Free executive briefing on how to build a World Class execution system to rival that of the world’s best performing organizations. This briefing includes:
1. Explanation of why and how the world’s best performing organizations out-execute their peers;
2. Blueprint for the Integrated Strategy Execution (ISE) Business System that they use to achieve these results;
3. Directions for you to explore the resources you will need to build a similar capability in your organization.

The decisions around centralized and decentralized approaches to strategy governance have a huge impact on a complex organization’s ability to execute its strategy effectively. This article explores the benefits of centralization for effective strategy execution

In the Hoshin Planning process, a Breakthrough Objective is a 3- to 5-year goal that explains what we need to do to reach our vision. In this video BMGI’s COO Wes Waldo, talks about applying the concepts of the S-curve and ambidextrous paradox in creating your BTOs.

Organizations tend to lack a way to connect their strategy creation with their strategy execution. In this video, BMGI COO Wes Waldo overviews the seven-step Hoshin Planning process, which links a company’s major strategy objectives with the resources and action plans needed to make them happen. By using this time-tested approach, you can successfully involve your entire organization in delivering a combination of breakthrough performance and daily management in order to focus on sustainable results.

General trends in strategy had been discussed in previous breakfasts. This meeting was used to go into deeper discussion around external trends that have the potential to influence participants’ business over the next five years. The meeting was facilitated by using the analysis tool STEEPLE to gather insights and affinitize them into categories. The results are outlined in Section 1 and the discussion of the prioritized trends is in Section 2 of this report.

During this session participants delved deeper into a discussion of external trends that could influence their businesses in the next five years. In the same format as the recent meeting in Amsterdam, Netherlands, participants used the STEEPLE analysis tool to gather insights and affinitize them into categories

Managing strategy execution involves managing the six elements: the strategy of the organization, its process, structure, culture and people and systems that monitor and control the execution of the strategy